Analysis of information sources in references of the Wikipedia article "Andrew Grove" in Portuguese language version.
Andy Grove believed that a particular kind of fear can actually play a productive role in organizational life--the fear of losing.
By 2016, concepts such as "strategic inflection point" and "strategic dissonance" have become part of the lexicon both in academia and in practice.
They have to bring you bad news and be Cassandras against the senior management, against the fear of management of repercussions.
He likens himself to a coach, whose job is to get a job done, and not necessarily to win any popularity contests. “Coaches are not known to be coddling their players, but they do it for a purpose,” he said. “When it comes to certain things, I’m not very easy-going.”
Strategic inflection points generate strategic dissonance in the organization because they are associated with divergences between the basis of competition and the firm’s distinctive competence, and between top management’s strategic intent and strategic action.
